Escorts Kubota Limited Defensive Interval Ratio
Escorts Kubota Limited defensive interval ratio. Escorts Kubota Limited (ESCORTS) has a Defensive Interval Ratio of 1102 days as of September 2025. Defensive assets of Rs87.22 Billion (cash Rs20.13 Billion, short-term investments Rs51.46 Billion, receivables Rs15.63 Billion) cover 1102 days of daily cash needs of Rs79.14 Million/day. See Escorts Kubota Limited (ESCORTS) working capital ratio to evaluate short-term liquidity relative to the company's equity base.
Defensive Interval Ratio
Defensive Assets
Daily Cash Need
Current Liabilities
Defensive Interval Ratio of Escorts Kubota Limited (2004–2025)
Defensive interval ratio of Escorts Kubota Limited from 2004 to 2025. This chart shows how Escorts Kubota Limited's Defensive Interval Ratio has evolved across 21 annual periods from 2004 to 2025. As of September 2025, the ratio stands at 1102 days, meaning defensive assets of Rs87.22 Billion can fund 1102 days of operations without new revenue. Check Escorts Kubota Limited liquid asset ratio to evaluate the company's liquid asset resilience ratio.
Escorts Kubota Limited Defensive Interval Ratio by Year (2004–2025)
Escorts Kubota Limited defensive interval ratio by year from 2004 to 2025. The table below presents the year-by-year Defensive Interval Ratio for Escorts Kubota Limited from 2004 to 2025, covering 21 annual filings. Each row shows defensive assets, daily cash need, the DIR in days, and the change in days compared to the prior year. For the complete balance sheet picture, see Escorts Kubota Limited total assets.
| Year | DIR (days) | Defensive Assets (INR) | Daily Cash Need | Cash | ST Investments | Change (days) |
|---|---|---|---|---|---|---|
| 2025 | 666 days | Rs45.42 Billion | Rs68.16 Million/day | Rs2.91 Billion | Rs29.12 Billion | ▼ -147 days |
| 2024 | 814 days | Rs41.73 Billion | Rs51.29 Million/day | Rs1.23 Billion | Rs28.77 Billion | ▲ +133 days |
| 2023 | 680 days | Rs31.97 Billion | Rs47.01 Million/day | Rs1.10 Billion | Rs18.98 Billion | ▼ -785 days |
| 2022 | 1465 days | Rs54.41 Billion | Rs37.14 Million/day | Rs430.90 Million | Rs45.92 Billion | ▲ +725 days |
| 2021 | 740 days | Rs34.39 Billion | Rs46.44 Million/day | Rs590.20 Million | Rs27.20 Billion | ▲ +438 days |
| 2020 | 303 days | Rs14.73 Billion | Rs48.64 Million/day | Rs493.10 Million | Rs6.53 Billion | ▲ +43 days |
| 2019 | 260 days | Rs13.65 Billion | Rs52.57 Million/day | Rs38.70 Million | Rs4.10 Billion | ▲ +3 days |
| 2018 | 257 days | Rs11.86 Billion | Rs46.14 Million/day | Rs424.80 Million | Rs5.39 Billion | ▲ +87 days |
| 2017 | 170 days | Rs6.85 Billion | Rs40.19 Million/day | Rs0.00 | Rs2.15 Billion | ▲ +48 days |
| 2016 | 122 days | Rs4.49 Billion | Rs36.73 Million/day | Rs- | Rs736.60 Million | ▲ +12 days |
| 2015 | 110 days | Rs4.20 Billion | Rs38.02 Million/day | Rs- | Rs52.40 Million | ▼ -42 days |
| 2014 | 152 days | Rs5.93 Billion | Rs38.97 Million/day | Rs- | Rs44.60 Million | ▲ +3 days |
| 2012 | 150 days | Rs6.27 Billion | Rs41.96 Million/day | Rs- | Rs58.30 Million | ▼ -213 days |
| 2011 | 363 days | Rs12.06 Billion | Rs33.24 Million/day | Rs- | Rs3.29 Billion | ▼ -6 days |
| 2010 | 369 days | Rs10.56 Billion | Rs28.62 Million/day | Rs- | Rs3.02 Billion | ▲ +67 days |
| 2009 | 302 days | Rs8.42 Billion | Rs27.91 Million/day | Rs- | Rs1.96 Billion | ▼ -63 days |
| 2008 | 365 days | Rs10.46 Billion | Rs28.66 Million/day | Rs- | Rs2.90 Billion | ▲ +142 days |
| 2007 | 223 days | Rs5.72 Billion | Rs25.68 Million/day | Rs- | Rs2.61 Billion | ▼ -26 days |
| 2006 | 249 days | Rs7.36 Billion | Rs29.58 Million/day | Rs- | Rs2.19 Billion | ▼ -83 days |
| 2005 | 332 days | Rs5.68 Billion | Rs17.09 Million/day | Rs- | Rs2.04 Billion | ▼ -256 days |
| 2004 | 588 days | Rs8.28 Billion | Rs14.09 Million/day | Rs- | Rs2.35 Billion | — |